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From YouTube: Development Metrics Working Group 2019-06-06
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B
A
Okay,
so
we
are
at
a
six
of
June
and
average
or
multiple
months
trust.
We
anticipated
a
drop
here
because
of
contribute,
but
still
we're
doing
better
than
the
months
that
we
did
not
have
contribute
before,
including
community
contributions.
I
think
we're
doing
relatively
okay,
because
if
we're
do
you
have
anything
to
add
here
terms
of
predictions.
C
You
have
new
new
personnel
and
those
kinds
of
things
but
I
was
curious
about
was
is
since
this
is
the
first
week
and
it
maps
to
roughly
the
eighth.
You
know
with
eighth
freeze
how
close
we
are
to
how
close
we
are
to
so
in
April.
We
had
528
in
that
very
first
week
and
right
now
we're
trending
at
434
with
effectively
a
day
and
a
half
to
go
so
we're
actually
looking
like
we,
we
may
crest
over
it.
C
C
Yes,
that's
that's
the!
If
you,
you
know
the
increased
productivity
by
20%.
Yes,
okay,
what
is
defined
as
the
goal
we
hit
that
mark,
then
we
can
just
turn
into
a
KPI
that
we
just
monitor
and
manage
associated
with
it.
So
so
that's
gonna
be
that
that
one's
gonna
play
a
little
bit
cuz
you're
starting
okay,
you're,
showing
with
average
hours
per
month
so
yeah.
C
A
D
A
C
Yeah
and
I
apologize
for
that
I
was
look
at
the
wrong
graph
could
because
they
have
the
same
form,
it's
hurt
for
me
as
sometimes
without
looking
at
the
left
side,
so
yeah
in
this
particular
case.
This
is
a
good
example
where,
if
you
go
down
to
the
including
community
contributions,
this
is
you
know
we're
sitting
at
four
forty
says
feeling
pretty
good.
C
A
I
think
we
covered
our
bases
here
already
I'm
touching
on
the
next
one.
So
before
we
were
updating
this
spreadsheet
and
the
big
update
this
week
is
we
don't
have
a
working
progress
chart
by
Mark
Fletcher
that
automates
the
average
is
p85
p95
time
to
close
of
s1
issues,
we're
currently
very
fine
that
this
is
close
to
the
spreadsheet
and
then
the
the
document
lines
here
are
the
I
think
total
number
of
bucks
close.
B
B
A
A
The
black
one
trend
line,
I'm
going
to
repeat
myself
again:
these
are
the
numbers
of
closed
bucks,
so
that's
kind
of
the
anti
metric
here.
If
the
month
number
is
low,
but
then
they,
if
the
numbers
of
days
are
low,
with
the
total
number
of
bucks
or
low
as
well,
it
means
that
we
don't
have
a
complete
picture
yet,
and
then
these
are
just
a
mirror
of
the
spreadsheet
that
we
we
presented
earlier
on
last
last
last
month
or
so
so
really
boring
solution.
A
We
don't
have
filtering
on
labels
here,
so
we
just
add
multiple
charts,
the
top
one
is
covers
all
bases.
This
is
as
one
issues-
and
this
is
with
the
customer
label
and
I-
think
there's
some
hygiene
here,
I,
don't
think
I,
don't
think
this
is
a
complete
picture
of,
but
s1
box
with
customers.
I
won't
call
it
out,
yet
it
looks
really
sharp
E,
and
this
would
be
more
of
this.
However,.
A
Think
the
population
is,
it,
looks
a
bit
more
complete
and
you
can
we
can
dive
in
this
way.
It's
still
the
p90
fives
are
I,
wouldn't
call
it
getting
better
on
there's
one.
That's
like
488
days.
My
hypothesis
is
that
we
are
closing
out.
We
were
surprising
old
buds
now
we're
closing
the
amount.
So
before
we
see
improvements,
we
would
still
need
to
clean
out
the
backlog
of
age
before
it
started
to
dip
down.
A
A
C
B
A
C
A
C
C
A
C
A
A
C
C
The
trend
maintainer
ratio
is
going
up
a
little
bit
at
the
back
end,
largely
it's
been
stable
and
we
still
see
a
pretty
dramatic
rise
in
our
relation
85th
and
so
I'm
saying
this
doesn't
correlate
as
kind
of
my
assertion
on
this,
or
at
least
it
doesn't
feel
like
this
is
like
a
primary
driver
right
now
for
Mars.
It
could
be.
People
are
in
convening
this
by
it
and
that's
definitely
we've
gotten
a
Nicole
feedback
up.
You
know,
hey,
we
need
more
paint
a
nurse,
so
I
think
we
need
to
keep
it
down.
A
I
do
want
to
call
that
there's
a
mini
incident
this
month,
where
the
red
pipelines
were
my
master,
was
broken
for
a
few
days
and
increasing
the
stability
of
the
pipeline's.
Also
something
we're
working
on
and
I
think
that
is
probably
the
next
correlation
that
we
should
look
into,
though
I
don't
know
how
what
types
of
metrics
we
need
to
look
at
right
now.
Definitely
something
in
in
your
lab
that
we
want
to
see
this
metric
being
serviced.
C
A
C
A
D
A
B
A
Lab
are
still
learning
the
codebase
compared
to
those
for
longer
tenured
who
are
more
productive,
where
we
left
that
the
I
don't
think
we
closed
out
on
the
action
too
close
number
nine
I
know
that
the
last
meeting
in
discussion
with
Dahlia
we
are
prioritizing
automating
more
of
the
metrics
to
get
more
insights.
So
it's
essential
that
we
didn't
get
any
updates
here.
I
think
we
need
to
I
to
to
to
chime
in.
Do
you
know
anything
around
here:
Christopher
I,
don't.
A
A
Okay,
I,
don't
think
we
need
a
in
bits
here.
Let's
move
on
next
one
is
detecting
bugs
past
SLA
I
think
this
is
where
we
would
need
both
Lyle
and
Jason
insights
and
visibility
here,
so
we
we
have
yet
create
a
label
called
miss
SLA
label
and
we're
going
to
infer
from
the
age
of
the
bug
and
priority.
So
if
a
bug
has
passed
the
age
of
that
prioritization,
we
will
add
this
label
and
then
have
a
shark
for
it.
A
B
B
A
D
D
B
D
B
Kony
sir
yeah
I'm,
just
to
add
to
to
what
Jason
was
saying,
I
think
we
are
pretty
good
now
at
triaging
incoming
issues
like
every
day
we
triage
the
day
before
I
think
we
are
almost
crashed
up,
so
should
I
think
it's
a
it's
probably
not
a
concern.
I
mean
using
the
issue,
creating
creation
date
or
the
event
date
should
be
pretty
close
anyway.
B
D
D
A
C
D
C
Call
it
an
SLO,
it's
an
objective
right,
so
Nestle
a
is
an
agreement
that
says,
says
and
I'm
being
a
little
bit
fast
and
loose
with
sorry
book.
So
here
we
Google
screw
definitions.
This
is
not
really
intent,
but
SLA
is
a
contractual
agreement.
That
says
you
know,
people
are
falling
down.
The
job
objectives
are
or
things
that
say
this
is
where
we're
aspiring
to
and
then
then
we
can
start
looking
at
the
data
and
I'd
rather
keep
it
away
from
either
of
labels
or
due
dates,
because
one
two
dates
change.
.
C
people
will
just
keep
pushing
out
the
due
date
on
it
and
then
that'll.
Look
like
okay!
Well,
you
know,
I
haven't
met
the
SLA
because
I
just
keep
pushing
the
due
date
out
which
isn't
meeting
the
SLA
and
then
the
other
part
is
is
I
bet,
there's
a
ton
of
bugs,
so
we
don't
even
bother
putting
in
the
due
date
in
so
then
you
get
on
all
right.
Yeah.
D
C
The
way
it's
technically
not
it's,
it's
a
combination
of
engineering
and
product
management,
SLO.
It's
very
clear
on
that
point,
like
you
know,
if
this
gets
prioritized
below
the
line,
whatever
we
get
the
solo
or
not,
is
definitely
going
to
be
an
individual
individual
product
management
organization
should.
A
C
C
If
a
net,
if
an
SLO
is
met
on
a
consistent
basis
and
a
team
says
I
want
to
make
turn
this
into
an
SLA,
it's
totally
fine
for
them
to
do
that
and
say
our
team
supports
us
and
then
they
can
say
we're
gonna.
You
know
we're
gonna
push
back
on
certain
things,
because
we're
going
to
keep
continuing
to
meet
this
SLI.
B
C
When
we
see
demonstrated
ability
to
go
to
actually
meet
that
objective
and
then
also
agreement
that
that
objective
should
be
a
contractual
agreement
or
a
team
performance
agreement,
then
that's
kind
of
my
view
of
it.
Okay,
you
always
start
out
with
indicators
Nocera
with
indicators,
then
O's,
then
a
stage.
These
are
always
last
and
there's
a
small
subset
guaranteed
like
if
you'd
have.
If
you
have
more
days
than
O's,
you
don't
have,
you
probably
don't
have
really
a
functioning
systems.
In
my
opinion,
psyched
up.
A
Here
and
I'd
write
they
yeah
to
be
more
than
the
top
and
the
top
is
the
ACE
and
then
they
all
send
whatever
something
falls
down.
So,
okay
to
the
closest
this
item
out,
I
thought
I
think
we
agreed
to
count
the
days
when
the
per
item
has
been
added
by
product
right.
So
we
can
really
you
date
from
when
a
bug
gets
created.
A
I
can
guarantee
a
bunch
of
things
will
miss
as
a
lolz
already
because
I
hey
I,
just
saw
this
about
two
weeks
from
now
and
it's
obviously
a
p1
I
had
a
p1.
We
have
only
15
days,
that's
already
passed,
I,
feature,
freeze
and
stuff,
so
I
think
we
need
to
count
from
when
the
prioritization
label
has
been
added
and
then
I
didn't
come
from
there.
So
that's
are
we
all
in
agreement
with
that.
B
C
C
A
A
Yep
perfect,
thank
you.
Jason,
sorry
for
I
think
I
may
have
interrupted
you
a
little
bit
there.
Okay,
I
think
that
makes
sense
to
your
Ansel
I.
Think
in
my
engineering
metrics
document
I
did
propose
time
to
first.
Try.
It
I
think,
that's
probably
where
we
want
to
massage
it
and
put
it
time
to
prioritization
at
it
and
that's
when
that's
what
the
measurement
would
be.
A
So
first
try
it's
already
done
by
quality.
We
are
looking
at
three
issues
per
one
test:
automation,
engineer
every
day,
three
to
four
issues
and
I
think
we
can
happily
guarantee
the
response
time
there.
The
one
have
any
problems
SLA
around
that
yet
I
will
be,
but
then
let's
turn
this
metric
into
time
to
time
to
time
to
prioritize
bugs
and
then
let's
measure
they're.
A
Moving
on
to
the
next
one,
we
lost
some
data
on
fulfillment,
because
the
label
fulfillment
was
accidentally
deleted.
Mark
is
currently
working
with
I
forgot,
I
forgot
the
engineer's
name,
but
we
were
working
on
restoring
this.
This
label
back
to
the
issues
and
in
Mars
I
do
want
to
underscore
the
need
Adam
before
with
the
new
labels
and
migrating
things.
Please
tell
your
team's
organizations:
please
do
not
delete
them.
A
D
D
A
Okay,
awesome
I'm
very
happy.
We
have
a
product
lead
in
this
meeting.
Thank
you.
Okay.
Moving
on
to
the
next
one
I'm
going
to
share
my
screen,
so
in
anticipation
for
the
labels
moving
around
I
did
circle
this
or
socializes
early
on
already,
but
doing
here
again,
so
we've
added
the
stage
views
for
the
DevOps
stages
and
it'll
be
grouping
to
the
director
level
view
for
for
development
going
on,
but
essentially
asked
it's.
The
labels
are
being
moved
over.
We
will
slowly
deprecated
these
and
do
it
team
by
team.
A
The
reason
we
want
to
do
is
is
to
make
sure
that
the
labels
transfer
over
correctly
mark
is
currently
working
on
adding
a
subcategory
for
groups,
so
knowledge,
editor
source
code
control
or
whatever
that
will
come
later.
We
do
want
to
get
metrics
correct
at
this
level.
First,
then
add
this
up
the
subcategories
and
and
then
we'll
go
one
by
one.
When
when
it's
done,
we
will
slowly
remove
the
old
team
views
and
we
will
start
calling
it
teams,
and
this
should
be
essentially
stage
group
views,
questions.
C
A
That's
going
to
come
later,
we
want
to
get
the
topical,
my
first
and
then
socialize
with
the
directors
there,
the
metrical
collecting,
who
ul
the
top
one
okay
cool,
it's
fulfillment
a
stage
it
is
correct.
Do
we
do
we
miss
adding,
is
here
fulfillment.
A
A
You
know,
along
the
same
veins,
there's
a
rollout
plan
that
I
outlined.
So
this
is
where
this
is.
My
control
panel
just
keep
your
freshing
when,
when
the
labels
are
created
and
things
get
moved
over,
we
will
deprecated
them
similar
to
how
we
did
for
framework
before
which
is
that
or
CI
CD.
If
you
go
to
the
CIC
label,
there's
a
big
word
called
deprecated
and
at
the
prefixing
the
label
will
do
the
same
here
and
we
will
slowly
transition
over,
and
this
is
the
control
panel
of
video
monitoring
for
now.
D
D
Maybe
having
like
something
to
the
stage
yeah
Moe
and
the
categories
that
oh
that's
like:
what
is
the
label
for
this
stage?
What
is
the
label
for
this
category?
Okay,.
B
A
A
B
B
B
A
Yes
and
I
see
all
you
and
Eric
Johnson
and
mr
to
make
sure
that
you
change
any
labels.
Please
let
the
engineering
productivity
know
because
it
will
affect
our
metrics
okay,
I'm,
moving
on
I
think
we
talked
about
this
already
that
issues
by
state
we
need
to
filter
by
buck.
So
we
should
move
on
and
then
please
that
create
Goins
to
be
a
mic.
So
I
will
send
in
the
recording
and
apologize
to
him.
I
was
out
sick
yesterday
and
I'm
still
feeling
under
the
weather,
suddenly
recording
pointing
to
this
agenda
and.
A
D
B
A
Right
now
and
now,
I
explain
what
that
bug
is
so
in
every
team,
/
stage
girls
coming
in
this
is
plotted
out.
It
is
pulled
from
your
stage
any
issues
with
the
midst
of
the
leopard
deliverable
versions,
and
it
is
why
we
we
wanted
versions
time
tied
to
mr
flibble
systems.
Obviously
this
there
is
a
known
bug
right
now,
where
we
didn't
want
to
double
count
for
good
intentions,
but
if
you
have
an
issue
with
missed
11
or
10,
9
8
7,
it's
gonna
show
in
the
chart
for
the
first
version.
A
D
D
That
missing
things
one
by
month
and
delivery,
the
following
month
is
a
signal.
Things
were
a
little
too
big
and
they
didn't
fit
whatever
it
could
be
number
of
different
things,
but
having
something
with
like
six
of
those
on
it
is
a
different
signal
or
three,
even
that
has
been
in
development
for
a
quarter
and
just
missing
milestone
after
my
out
stuff
and
there's
no
way
to
really
find
that
now,
except
but
just
kind
of
there's
no
way
to
search
for
it
in
the
tool.
There's.
No!
It's
not
here.
B
C
Sharing
because
I
want
to
look
for
the
overall
one
which
I
do
think
it's
right
to
not
double
count
them,
so
I
think
that's
actually,
okay,
that
restrictive
mmm-hmm,
it's
kind
of
interesting.
We
in
theory,
two
months
ago
we
changed
to
a
hundred
percent
versus
you
know.
I
would
have
expected
to
see
a
large
number
for
mister
levels
when
we
were
still
running
70
or
30%
over
commit,
but
there
seems
to
be
a
pretty
dramatic
rise
here
two
months
ago.
I
think.
C
Stopped
doing
it
obviously
yeah
we're
having
more
de
Mestral
rules,
which
I
would
have
expected
the
opposite
right.
Well,
one
thing:
that's
in
what
would
be
interesting
about
this
probably
is,
is
going
back
and
kind
of
doing
some
analysis
on
this
to
see
whether
or
not
we
were
actually
labeling
things
previously
is
missed,
or
whether
it's
just
that
we
started
to
get
actually
better
in
the
habit
of
that.
So
give
me
an
action
item
all
download
the
CSV
and
I'll.
D
One
thing
you
could
show
in
this
graph
that
I
think
would
we
tell
the
story,
is
so
for
all
of
those
items
that
have
been
missed,
11.4
deliverable
how
many
are
still
open
and
still
being
worked
on.
You
could
make
the
you
know
the
height
you
could
fill
in
the
height
of
the
bar
by
a
percentage
of
how
many
of
those
are
still
being
worked
on.
D
C
D
These
are
all
the
reason
they're
collecting
every
single
one
is
because
they're
all
they've
been
prioritized.
Authorities
like
I
usually
want
to
see
this
got
seven
or
eight
of
these
on
it,
and
it's
just.
It
has
been
prioritized
as
the
top
issue
for
seven
or
eight
releases
and
just
deliver
finish.
Okay,.
C
So
then,
what
you're
saying
is
is
that
somebody
committed
to
it
on
one
release,
but
they
realized
it
was
three
times
as
large,
potentially
or
four
times
as
large
as
they
might
have
expected.
C
D
B
C
I
think
there's
I
think
there's
definitely
a
trend
here
where
we're
seeing
definitely
a
significant
rise
and
miss
Toller
goals.
I,
don't
know
if
it's
the
multiple
I
think
the
multiple
months
feels
like
a
different
problem
to
your
point.
So
the
question
when
B
is
is
which
one
would
you
prefer
to
have
investigated
start
with
for.
D
D
C
D
D
D
D
D
B
D
Yeah,
so
if
you
look
at
everything,
that's
in
development
on
$12
right
now,
so
there's
295,
open
hundred
seventy-three
deliverables,
six
I
feel
the
gainsaying
board
is
me.
There's
a
hundred
and
six
matches
for
the
word
missed
:,
which
is
a
higher
number
than
I,
would
expect
that's
a
percentage
of
this.
It
sounds
like
I,
don't
know.
Maybe
a
quarter
of
the
items
in
the
reliefs
have
missed
at
least
one
release
if
I,
if
that's
actually
showing
you,
what
I
think
is
right.
A
D
C
D
C
Yeah
cause
like
we
choose
velocity
over
predictability
right
so
like
because
of
that.
If
we
want
to
change
that
to
predictable
of
our
velocity,
then
you
know
that's
certainly
so
that
we
can
discuss,
but
until
I
have
like
the
overall
deliverables,
it's
hard
for
me
to
make
an
assertion
of
100
100,
so
water,
a
little
they're
doing,
overwritten
close
to
2,000
M
ours
a
a
month.
So
we
like.
B
C
C
D
A
D
C
Look
if
Miss
Taylor
rules
by
definition,
says
I
committed
to
it
a
month
ago,
at
the
beginning
of
the
month
and
I
didn't
need
it
at
the
end
of
the
month
right
so
like
that's!
That's!
That's!
That's
by
definition.
If,
if
you
know
short
of
the
team
performance
issue
like
reality
is,
is
that
that
that
would
be?
That
would
be.
The
intent
is
to
push
back
at
that
point
right,
because
that
gives
your
visibility
yeah.
D
C
B
C
D
B
C
D
It
does
it's
a
tough
one
for
sure,
then.
The
other
thing
that
impacts
is
the
value
stream,
like
kind
of
like
a
guillotine.
What
we
choose
to
be
able
to
work
on
if
everything
ends
up
just
has
a
bit
of
a
nature
of
how
things
are
going
that
it's
like
three
months
forth
done,
then
the
things
that
we
pick
today
to
work
on
will
come
out
the
other
end
in
three
months,
even
if
we
schedule
it
for
the
3ds
Christopher.
C
A
One
one
thing
I
would
say
it's:
the
top-level
view
includes
so
many
projects
and
if
you
filter
it
by
just
a
milestone,
there's
a
test
projects
and
like
things
elsewhere
as
well.
But
if
if
the
product
team
is
using
the
live,
all
stretched
and
only
the
product
team
is
using
that
then
then
this
board
is
a
the.
The
middle
columns
are
a
good
representation
of.
What's
there
yeah.
D
B
A
I
think
reviewing
the
exit
criteria
snakes
to
anybody
else
want
to
add
anything
that
was
somehow
not
agenda.
Okay,
great
discussions
this
week,
so
I'm
gonna
share
my
screen
again
be
transparent
about
our
exit
for
curious.
So
first
one
is
a
20%
increase
in
in
throughputs
I.
Don't
think
we're
there.
Yet
you
just
keep
on
monitoring
this
define
KPIs
for
development
organisation
and
dashboard
I.
Think
we've
made
some
progress
here.
It's
pretty
any
updates
new
kpi's
I.
C
A
A
That's
fine,
thank
you.
Average
time
to
resolve
think
we're
almost
there
with
the
metrics
and
it's
kind
of
stabilizing,
so
we're
making
progress
there,
but
we're
not
down
to
one
and
twenty
days.
Yet
this
is
su
an
ongoing
one-time
charge.
We
haven't
fought
Isis
yet,
but
we
do
want
to
get
all
the
metrics
and
preparing
the
metrics
in
before
that.
So
there's
no
updates
from
me
in
this
criteria
gather
resolved
here
and
she
was
in
KPI
in
an
automated
fashion
a
bit.
A
It
feels
the
only
customer
if
I
can
be
back
so
this
this
go
ahead.
Cause
I
didn't
have
with
this,
so
this
will
probably
be
closed
next
week
and
then
we
will
keep
on
monitoring
the
time
to
resolve
going
board
for
that.
An
effective
iteration
to
the
current
stage
stage
group
trash
package
report
we're
working
on
the
heat
map.
A
This
has
been
taking
longer
than
we
expected
because
when
you
go
down
to
a
trash
report,
your
scope,
all
the
issues
down
to
just
what
you
have,
but
the
heat
map
is
a
higher
level
scope,
because
we
need
to
look
at
all
the
issues
that
belongs
to
that
stage.
A
Group
in
C
II
and
all
the
issues
in
C
II,
so
we
are
adding
some
workarounds
in
the
triops
to
get
data
from
the
parent
scope
and
put
it
in
the
trash
package
or
try
to
report
going
forward,
training
or
injuring
manages
for
an
important
manages
to
use
priority
and
party
and
civility
they
will
effectively.
I
haven't
had
time
to
do
this
yet,
though,
valia
now
we're
going
to
collaborate
and
Jason
if
you're
interested
happy
to
work
with
youtubers
I
think
you've
been
doing
some
trainings
around
prioritization
features.